This course draws on a wide range of perspectives to explore the roots of long term competitive advantage in unusually successful firms. Using a combination of cases, simulations, readings and, most importantly, lively discussion, the course will explore the ways in which long term advantage is built from first mover advantage, increasing returns, and unique organizational competencies. We will focus particularly on the ways in which the actions of senior management build competitive advantage over time, and on the strategic implications of understanding the roots of a firm's success.
This course provides a deep understanding of engineering systems at a level intended for research on complex engineering systems. It provides a review and extension of what is known about system architecture and complexity from a theoretical point of view while examining the origins of and recent developments in the field. The class considers how and where the theory has been applied, and uses key analytical methods proposed. Students examine the level of observational (qualitative and quantitative) understanding necessary for successful use of the theoretical framework for a specific engineering system. Case studies apply the theory and principles to engineering systems.
Overview of airline management decision processes, with a focus on economic issues and their relationship to operations planning models and decision support tools. Application of economic models of demand, pricing, costs, and supply to airline markets and networks. Examination of industry practice and emerging methods for fleet planning, route network design, scheduling, pricing and revenue management, with emphasis on the interactions between the components of airline management and profit objectives in competitive environments. Students participate in a competitive airline management simulation game as part of the subject requirements.
Analytic Techniques for Public Management and Policy was written with the hope that the techniques of psychometrics, econometrics, and the ever-increasing quality of quantitative research in the social sciences can be used effectively to engage in evidence-based research. The ultimate goal is to encourage public management and policy researchers to inform more effective governance.
This course presents real-world examples in which quantitative methods provide a significant competitive edge that has led to a first order impact on some of today's most important companies. We outline the competitive landscape and present the key quantitative methods that created the edge (data-mining, dynamic optimization, simulation), and discuss their impact.
Explores how organizations can use system dynamics to achieve important goals. Student teams work with client managers to tackle the clients' most pressing issues. Students discuss experiences with their clients, and learn modeling and consulting skills they need to be effective. Focus on gaining practical insight from the system dynamics process. Projects are sponsored by diverse organizations from a range of industries and sizes from start-ups to the Fortune 500.
Develops facility with concepts, language, and analytical tools of economics. Covers microeconomics, macroeconomics, and international trade and payments. Emphasizes integration of theory, data, and judgment in the analysis of corporate decisions and public policy, and in the assessment of changing US and international business environments. Restricted to Sloan Fellows. The fact of scarcity forces individuals, firms, and societies to choose among alternative uses -- or allocations -- of its limited resources. Accordingly, the first part of this summer course seeks to understand how economists model the choice process of individual consumers and firms, and how markets work to coordinate these choices. It also examines how well markets perform this function using the economist's criterion of market efficiency. Overall, this course focuses on microeconomics, with some topics from macroeconomics and international trade. It emphasizes the integration of theory, data, and judgment in the analysis of corporate decisions and public policy, and in the assessment of changing U.S. and international business environments.
Lean thinking, as well as associated processes and tools, have involved into a ubiquitous perspective for improving systems particularly in the manufacturing arena. With application experience has come an understanding of the boundaries of lean capabilities and the benefits of getting beyond these boundaries to further improve performance. Discrete event simulation is recognized as one beyond-the-boundaries of lean technique. Thus, the fundamental goal of this text is to show how discrete event simulation can be used in addition to lean thinking to achieve greater benefits in system improvement than with lean alone. Realizing this goal requires learning the problems that simulation solves as well as the methods required to solve them. The problems that simulation solves are captured in a collection of case studies. These studies serve as metaphors for industrial problems that are commonly addressed using lean and simulation.
The defining challenge facing business leaders is to develop and drive performance into the future.
For commercial firms, this generally means building profits and growing the value of the business.
Although their focus may be on non-financial outcomes, public services, voluntary groups, and other
not-for-profit organizations share the same central challenge—continually improving their
performance. When the causes of performance through time are not understood, management has
difficulty making the right decisions about important issues. Worse, entire organizations are led into
ill-chosen strategies for their future.
To overcome these problems, leaders need the means to answer three basic questions:
1. Why is business performance following its current path?
2. Where are current policies, decisions, and strategy leading us?
3. How can future prospects be improved?
These questions are the starting point for this book.
An intensive one-week introduction to leadership, teams, and learning communities. Introduction of concepts and use of a variety of experiential exercises to develop individual and team skills and develop supportive relationships within the Fellows class.
Uses a case approach to develop a framework for business analysis. Provides students with tools for business analysis, including strategic, accounting, financial, and prospective analysis. Concepts are then applied to a number of decision-making contexts, such as credit analysis, investor communications, merger analysis, financial policy decisions, and securities analysis. From the Course Description: Course Description The purpose of this class is to advance your understanding of how to use financial information to value and analyze firms. We will apply your economics/accounting/finance skills to problems from today's business news to help us understand what is contained in financial reports, why firms report certain information, and how to be a sophisticated user of this information.
Students in introductory Management Information Systems (MIS) courses often ask what a career in MIS looks like. Lacking a clear vision, they make their own assumptions. Often they assume the career involves programming with little human interaction. That MIS is a technical field could not be further from the truth. MIS job descriptions typically require candidates to be able to collaborate, communicate, analyze needs and gather requirements. They also list the need for excellent written and communication skills. In other words, MIS workers are constantly interacting with other people both inside and outside the organization. They are coming up with creative solutions to business problems. Business Information Systems by Frost, Pike, Kenyo and Pels is designed to help students get a feel for what a career in MIS would be like. The authors' students report that they learn more about information systems from their internships than from their IS courses. Consequently, they designed a book that looks very much like an internship--an introduction to the field followed by a substantial project. The authors begin Unit 1 by introducing the information systems landscape. The unit kicks off with a discussion of all the usual suspects: the information systems triangle, the systems development life cycle, transaction systems (ERP, SCM, CRM), collaboration systems, and business intelligence systems. Other aspects of the landscape such as usability, outsourcing, database concepts and so forth are introduced throughout a chapter in unit 2 where they fit in naturally with the flow of the project. Unit 2 is the substantial project which runs over a number of chapters. Students will plan, build, and develop a proposal for an iPhone application. They will develop a very realistic mockup. They also build a website to help market and support the app. Students are engaged because the project is fun and feels real. However, they are simultaneously learning business concepts and MIS skills. With Designing Information Systems, even as freshmen, you can give your students an experience that emulates MIS in operation. Business Information Systems: Design an App for That by Frost, Pike, Kenyo and Pels is a text that will help students learn Information Systems by doing Management Information Systems. Request a desk copy or examine the book online now to see how this text might work in your course or department.
Introductory survey of quantitative methods (QM), or the application of statistics in the workplace. Examines techniques for gathering, analyzing, and interpreting data in any number of fieldsĺÎĺ from anthropology to hedge fund management.
How do individuals and families interface with larger systems, and how do therapists intervene collaboratively? How do larger systems structure the lives of individuals and families? Relationally-trained practitioners are attempting to answer these questions through collaborative and interdisciplinary, team-focused projects in mental health, education, the law, and business, among other fields. Similarly, scholars and researchers are developing specific culturally responsive models: outreach family therapy, collaborative health care, multi-systemic school interventions, social-justice-oriented and spiritual approaches, organizational coaching, and consulting, among others. This course explores these developments and aims at developing a clinical and consulting knowledge that contributes to families, organizations, and communities within a collaborative and social-justice-oriented vision.
This course aims to develop negotiation skills by active participation in a variety of negotiation settings, and a series of integrative bargaining cases between two and more than two parties over multiple issues. Ethical dilemmas in negotiation are discussed at various times throughout the course.
The introduction of Business Communication for Success, the textbook used throughout this course, notes that Ň[E]ffective communication takes preparation, practice, and persistence. There are many ways to learn communication skills; the school of experience, or Ôhard knocks,Ő is one of them. But in the business environment, a ÔknockŐ (or lesson learned) may come at the expense of your credibility through a blown presentation to a client.Ó Effective communication skills are a prerequisite for succeeding in business. Communication tools and activities connect people within and beyond the organization in order to establish the businessŐs place in the corporate community and the social community, and as a result, that communication needs to be consistent, effective, and customized for the business to prosper. Business Communication for Success provides theories and practical information that represent the heart of this course, while additional resources are included to expand or pose alternatives to the approaches chosen in the textbook. You will receive maximum benefits from this course if you complete the readings first and then use the additional resources to fill in the blanks and/or reconsider the topics in the textbook.
Opportunity for group study by graduate students on current topics related to management not otherwise included in curriculum.
The essential function of a manager is to make decisions. Decision-making is about making choices between alternatives to reach a goal or objective. In our personal lives, decision-making can involve determining many things, such as where we live, what foods we eat, and who our friends are. In business, decision-making can revolve around the products and services that a company offers, the markets it serves, the people it hires, and so on.
In this course, we will look at the decision-making process, paying close attention to the basic decision types, tools, methods, and insights to help you quickly learn how it involves both logic and emotion. When you complete the course, you will have practical tools to quickly determine the type of decision you are trying to make, the available tools and methods you may use, and the way to effectively engage your teams in the process.
This class surveys developmental entrepreneurship via case examples of both successful and failed businesses and generally grapples with deploying and diffusing products and services through entrepreneurial action. By drawing on live and historical cases, especially from South Asia, Africa, Latin America as well as Eastern Europe, China, and other developing regions, we seek to cover the broad spectrum of challenges and opportunities facing developmental entrepreneurs. Finally, we explore a range of established and emerging business models as well as new business opportunities enabled by developmental technologies developed in MIT labs and beyond.
This Book Will Be Helpful to:
This book is aimed primarily at those who are responsible for implementing accessibility at an organizational level. These people tend to be managers, but may also be accessibility specialists, whose role it is to oversee the implementation of accessibility strategies and awareness throughout an organization.
Web developers may also wish to read this book to expand their understanding of the organizational aspects of implementing accessibility, extending their role as an IT accessibility specialist, often being the person who leads the implementation of accessibility culture in an organization.
While managers and web developers are the primary audience for this book, anyone who has an interest in the aspects of implementing accessibility culture in an organization will find this book informative.